Developed in partnership with Tuck

Executive Education at Dartmouth

FINRA Investor Education Foundation

Social Marketing
Toolkit

By Professor Punam Anand Keller

Tuck School of Business at Dartmouth
 FINRA Investor Education Foundation
Social Marketing Toolkit i
The FINRA Investor
Education
Foundation and Tuck
Executive Education
Table of Contents at Dartmouth are
pleased to make
available this social
THE ESSENCE OF SOCIAL MARKETING . . . . . . . . . . . . . . . . . . . . 2
marketing toolkit to
help non-profit
organizations reach
SOCIAL MARKETING AUDIT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 and engage new
audiences.

BRIEF OUTLINE OF A MARKETING PLAN . . . . . . . . . . . . . . . . . . . 7

I. Situation Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
II. Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
III. Developing a Marketing Plan for Each Target Segment . . . . 8
IV. Financial Statements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
V. Monitors and Controls . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

DETAILED OUTLINE OF A MARKETING PLAN . . . . . . . . . . . . . . 10

I. Situation Analysis—Understanding the Market . . . . . . . . . . 10
II. Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
III. Developing a Marketing Plan for Each Target Segment . . . 13
IV. Financial Statements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
V. Monitors and Controls . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14

RECOMMENDED READING LIST . . . . . . . . . . . . . . . . . . . . . . . . . 16

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FINRA INVESTOR EDUCATION FOUNDATION SOCIAL MARKETING TOOLKIT
 The Essence of
Social Marketing “Social marketing
By Professor Punam Anand Keller programs for
behavior change are
“Social marketing is the application of commercial marketing
based on deep
technologies to the analysis, planning, execution and evaluation of knowledge of the
programs designed to influence the voluntary behavior of target target customer.”
audiences in order to improve their personal welfare and that of their
society.”1 Social marketing can identify initiatives that may be used to
influence the behavior of people (downstream social marketing) and
government, media, businesses, legislators and community leaders
among others (upstream social marketing).

It is worth noting three distinct elements of social marketing. First,

unlike other approaches, influencing and changing behavior voluntarily
are the ultimate goals of social marketers. In this manner, social
marketing is distinct from the education approach, the persuasion
approach and the social influence approach. There is considerable
evidence that education may change beliefs, but beliefs may not result
in behavior change and in some instances may boomerang.2 In contrast
to the persuasion approach, which attempts to convince the target
audience of the benefits of the seller’s point of view, the social
marketing approach seeks to tailor the program to the target customers’
perceived benefits and costs. Furthermore, social marketing can be used
across a variety of situations, whereas the social influence approach
only works when social norms are understood and pressures to
conform are extremely strong and visible.

Given the focus on being customer-oriented, it is no surprise that social

marketing programs for behavior change are based on deep knowledge
of the target customer. Listening to the customer’s reality almost always
results in separating customers into clusters or segments with similar
cost and benefit trade-offs. Effective programs tailor and integrate all
elements of the commercial marketing mix—product, price, place and
promotion—to meet target segment needs and wants. Marketing
research is needed to pretest and evaluate intervention programs for
further adaptation to changes in audience needs. Finally, the program is
not deemed successful unless there is a significant change in behavior.

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FINRA INVESTOR EDUCATION FOUNDATION SOCIAL MARKETING TOOLKIT
 Social marketing sounds like the panacea to all social behavioral issues.
Why then doesn’t everyone apply social marketing in their strategic and
implementation plans? Several factors preclude the effective use of
social marketing. First, note we do not refer to the behaviors we seek to
change as problem behaviors. Believing that the program director is in “Successful social
the right and that the target audience is in the wrong is almost marketing assesses
guaranteed to lead to unsuccessful programs. Rather than assume that the trade-offs that
the audience is unaware of the costs of continuing the behavior and/or explain consumer
unmotivated to change, successful social marketing assesses the trade- choice.”
offs that explain consumer choice. Second, program directors may not
see the need for social marketing if they believe their goals are so
worthy they will sell themselves without any commercial marketing
techniques. This results in mass marketing that does not differentiate
among target audience segments.

1 Alan R. Andreasen, Marketing Social Change, San Francisco: Jossey-Bass, 1995.

2 Punam A. Keller, “Depressive Realism and Health Risk Accuracy: The Negative
Consequences of Positive Mood,” Journal of Consumer Research, 2002.

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FINRA INVESTOR EDUCATION FOUNDATION SOCIAL MARKETING TOOLKIT
 Social Marketing Audit
By Professor Punam Anand Keller “Influencing and
changing behavior
voluntarily are the
1. Examine how you have framed the issue. Be wary of the following
ultimate goals of
assumptions:
social marketers.”
a. Do you assume that the behavior is a problem?
b. Do you assume that the target audience is unaware of
different behaviors, including one you are advocating?
c. Do you assume that the target audience is not motivated to
engage in different behaviors?
d. Do you assume that the target audience is incapable of
following the advocated recommendations?

2. Keep the following points in mind when you design your

project goals:
a. Do your project goals have a behavior change target?
b. Are intermediate targets such as awareness, beliefs and
attitudes included in your project goals?
c. Does the project goal have a realistic time frame?
d. Is cost-effectiveness an integral aspect of your project goal?

3. Because audiences do not have the same concerns or the same

priorities, are you employing the following steps to segment your
audience?
a. Did you identify the cohort group your target belongs to?
b. Do you have a clear understanding of possible
physiographic, life-stage, emotional and socioeconomic
trends affecting different cohort groups?
c. Are there regional/geographical differences within your
audience?
d. Are there gender patterns in your audience?
e. Do behavioral usage rates differ in your audience?

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FINRA INVESTOR EDUCATION FOUNDATION SOCIAL MARKETING TOOLKIT
 4. Do you know the target audience’s decision-making process? Ask
yourself the following questions:
a. Have you asked the target audience members to explain
why they chose to do what they do?
“Listening to the
b. Have you assessed the trade-offs the target audience makes
between various costs and benefits? customer’s reality
almost always
c. Do you know the weights or priorities for the different costs
and benefits? results in
d. Do you know who else influences their decisions?
separating
customers into
clusters or
5. Consider the following questions to remind yourself of the various
segments with
marketing research options for customer analyses:
similar cost and
a. Have you used good listening techniques to capture the benefit trade-offs.”
voice of the customer?
b. Have you ensured that you have used an unbiased
experimenter/listener?
c. Have you kept an open mind to adverse reactions to your
proposals?
d. Do you have a faithful way of recording feedback?
e. Have you restricted your questions for feedback to ones
that can be used in your marketing plan?
f. Have you obtained on-site insights to help you effectively
implement the marketing mix?
g. Does your marketing research method allow you to observe
or otherwise assess the alternatives used by your target
audience?

6. Because programs are not equally successful across audiences,

are you undertaking the following steps to select mutually
beneficial targets?
a. Did you identify and prioritize your institution’s goals?
b. What is the ability of each audience segment to meet your
goals?
c. What does each audience segment seek from your
institution? Which benefits are more or less important to
them?
d. Which segments are you selecting as primary targets for
your offering?
e. Which segments are secondary or tertiary targets?

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FINRA INVESTOR EDUCATION FOUNDATION SOCIAL MARKETING TOOLKIT
 7. Are you considering these issues while designing a customized
offering for each audience segment you are targeting?
a. Are you providing a “menu” of services so that customers
can select (or reject) what they want (or don’t want)?
“The social
b. Can you identify effective distribution strategies that are
direct or that use a strategic partner for each target marketing approach
segment? seeks to tailor the
c. Does your communication identify ways to overcome the program to the
costs/barriers that customers will face if they engage in target customers’
your program? perceived benefits
d. Does your communication take into account methods to and costs.”
overcome the loss of gains/benefits that customers will face
if they give up the alternative behavior?

8. For effective diffusion, are you considering the following issues?

a. Does your offering have a clear advantage over existing
options?
b. Is your offering visible?
c. Is your offering simple?
d. Is your offering compatible with related products/services?
e. Can you identify ways to encourage opinion leaders and
gatekeepers to promote your program?
f. Can you stimulate new opinion leaders?

9. Did you undertake the following steps for effective positioning?

a. Understand what the target audience values?
b. Define the competition?
c. Identify and choose points of parity?
d. Identify and choose points of difference?
e. Develop a project mantra?

10. Did you consider the following to manage project costs?

a. Conduct research that informs the marketing plan?
b. Consider combining two or more audience segments?
c. Leverage the synergies across audience segments?
d. Mass customize your product and service offerings?
e. Employ less personalized service in redesign?
f. Encourage more audience participation in your offering?

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FINRA INVESTOR EDUCATION FOUNDATION SOCIAL MARKETING TOOLKIT
 Brief Outline of a
Marketing Plan The plan should
By Professor Punam Anand Keller analyze both
customers and
Described below are the components of a marketing plan that embodies
competitors, as
a customer orientation1. The specific order and format of the plan are well as relevant
not important and should be shaped to the needs of the user, but the trends in the
basic issues addressed by the plan are essential to ensure customers are market
satisfied and retained. (See the more detailed outline of a marketing environment.
plan for further information on what is included in each section.)

I. Situation Analysis—Understanding the Market

This section should present an analysis of pertinent data to understand
the current and future dynamics of the market. This analysis serves as
a platform to support the choice of objectives and strategies.

A. Market Attractiveness Analysis

This section should include an analysis of how big the market is, what
competitive forces put pressures on performance levels in the market
and what the future is of relevant trends in the environment.

B. Customer Analysis
This section should present an analysis of the factors that attract and
retain customers, to provide the support for customer-oriented actions.
It should include a clear description of the major segments into which
the organization separates its customers, and an analysis of the effect of
marketing on each segment. The customer segment analysis should
include who they are, what motivates them to “buy,” what their buying
process is, who they depend on for advice, how often they buy, and
how they use the products/services, etc.

C. Competitor Analysis
This section should present an analysis of key competitors, defined as
any initiative posing a barrier to adoption of your program. It should
summarize their objectives and current strategies, their strengths and
weaknesses on the dimensions that will affect their ability to compete
effectively, and their likely future actions.

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FINRA INVESTOR EDUCATION FOUNDATION SOCIAL MARKETING TOOLKIT
 D. Self Assessment
To make the competitive analysis meaningful, a similar analysis of the
institution should be conducted. Brutally honest candor is necessary
here, although this approach can be politically sensitive. An objective
side-by-side comparison with all competitive players is needed to
“Not every market
choose realistic goals and effective strategies. This comparison should opportunity is
also include customer satisfaction with each level of the service or a business
product. An assessment of the firm’s marketing orientation can also be opportunity.
included.
Only those market
E. Performance Analysis opportunities that
This section should consider what percent of increases on different are consistent with
metrics have been due to market size growth, market share growth, the institution’s
competitive activity or inactivity, changes in the marketing mix, cost mission, vision,
reductions and productivity improvements. Also to be considered is objectives, and
how performance metrics differ by product, service, segment, opinion
current or potential
leaders, distribution channel and territory, etc.
organizational
strengths are
II. Objectives
business
Not every market opportunity is a business opportunity. Only those
opportunities.”
market opportunities that are consistent with the institution’s mission,
vision, objectives and current or potential organizational strengths are
business opportunities. Objectives should be used to assess the
attractiveness of market opportunities. Therefore, the marketing plan
should present the entire “cascade” of objectives, from those at the
corporate strategic level to those of non-marketing functional areas, as
well as for the marketing area itself.

III. Developing a Marketing Plan for Each

Target Segment
This section should describe the action programs that have been chosen
to reach the various objectives. Included are very broad lists of action
steps for functional areas other than marketing. This is to reinforce the
integrated nature of the plan. However, this phase of the plan can be
restricted to the marketing steps.

Marketing strategies should be formulated by market segment if

possible, to keep customers foremost. However, concern for production
and marketing efficiency may also require that service delivery is
coordinated across segments.

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FINRA INVESTOR EDUCATION FOUNDATION SOCIAL MARKETING TOOLKIT
 Typical marketing plans include programs in:

Positioning

Product/service line changes (new product introduction
screening analysis and/or the brand equity analysis)
“Marketing

Pricing (including the value-pricing analysis)
strategies should be

Distribution outlets (including choice of direct intermediaries formulated by
and strategic partners)
market segment if

Sales force, advertising, public relations, and sales promotion possible, to keep
(budget allocation, rationale, message content, and
customers
effectiveness measurement plan)
foremost.”

Service delivery (pre-/after-sale service programs, complaint-
handling programs)

Satisfaction and behavior-change monitoring programs
Other marketing actions include:

Research and development of programs

Marketing research (primary and secondary sources)

IV. Financial Statements

This section should include budgets for all proposed marketing, as well
as pro forma statements for each target market. These budgets and
statements should reflect projected costs, revenues, quantitative and
qualitative performance metrics. Supporting tables should include cost-
of-quality analyses and the likely impact of marketing programs.

V. Monitors and Controls

Some of the variables that need monitoring to guarantee customer
satisfaction and ensure appropriate return on marketing investment are:

Measures of marketplace performance

Management climate

Employee opinions

Internal service climate

Customer satisfaction

Internal quality measures

VI. Contingency Plans

There should be a quick sketch of the basic strategies to be employed
in the event that key assumptions of the primary plan should prove to
be in error.

1 See also marketing management books, such as Product Management by Donald

R. Lehmann and Russell S. Wiiner (Boston: McGraw Hill, fourth edition, 2004) and
Marketing Managment by Philip Kotler and Kevin L. Keller (Upper Saddle River, N.J.:
Prentice Hall, twelfth edition, 2006).
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FINRA INVESTOR EDUCATION FOUNDATION SOCIAL MARKETING TOOLKIT
 Outline of a
Marketing Plan “A social marketing
By Professor Punam Anand Keller program is not
deemed successful
This template describes the contents of a comprehensive marketing
unless there is a
plan that embodies the principles of a customer orientation.1 The significant change
specific order and format of the plan are not important and should be in behavior.”
shaped to the needs of the user, but the basic issues addressed by the
plan are essential to ensure customers are satisfied and retained.

The typical plan is organized according to the following sections:

I. Situation Analysis—Understanding the Market

This section should present an analysis of pertinent data to understand
the current and future dynamics of the market. This analysis serves as
a platform to support the choice of objectives and strategies. The list of
topics to consider includes the following:

A. Market Attractiveness Analysis

How big is the market, including its growth rate, stage of the
life cycle, level of vulnerability and severity, incidence of
success or the average performance level and its variance over
time?

What competitive forces put pressures on performance levels in
the market, including the costs of quality programs and the
barriers customers will need to overcome to pay for access to
programs? In particular, what is the intensity of inter-agency
rivalry, the threat/opportunity related to entry by other
institutions, the amount of negotiation leverage possessed by
suppliers and buyers, threats/opportunities of substitute
products and the amount of slack capacity in the industry?

What is the future of relevant trends in the environment, such
as demographic shifts, social trends, corporate initiatives,
technological development and political and regulatory
restrictions, and how will they affect the institution’s ability to
better serve customers?

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FINRA INVESTOR EDUCATION FOUNDATION SOCIAL MARKETING TOOLKIT
 B. Forecasts and Assumptions
Any other forecasts of important environmental and market factors that
are necessary to proceed with strategy development should be included
in this section as well.
Competition is
defined as any
C. Customer Analysis
initiative posing a
This section presents an analysis of the factors that attract and retain barrier to adoption
customers, to provide the support for customer-oriented actions.
of your program.

First should come a clear description of the major segments

into which the organization separates its customers:

Who are they? What is their profile?

What motivates or demotivates them to buy?

What is their buying process?

Who do they depend on for advice?

How often do they buy?

How do they use the products/services?

How do customers measure success?

How sustainable are the effects of the programs?

An analysis of the effect of marketing on each segment should follow.

What is the adoption rate and switching pattern in this segment? Over
the planning horizon, what are the expected growth and mortality rates
of the segment?

What initiatives are necessary to prevent relapse and to attract
new customers from the segment?

What is each segment’s view of the service processes and
dimensions, and which have the greatest effect on customer
satisfaction and retention?

D. Competitor Analysis
This section presents an analysis of key competitors, defined as any
initiative posing a barrier to adoption of your program. It should
summarize their objectives and current strategies, their strengths and
weaknesses on the dimensions that will affect their ability to compete
effectively and their likely future actions. This section is often
presented in tabular form, with concise summary entries describing
each dimension of the included competing initiatives.

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FINRA INVESTOR EDUCATION FOUNDATION SOCIAL MARKETING TOOLKIT
 E. Self Assessment
To make the competitive analysis meaningful, a similar analysis of the
institution should be conducted. Brutally honest candor is necessary
here, although this approach can be politically sensitive. An objective
side-by-side comparison of all competitive players is needed to choose
“An objective side-
realistic goals and effective strategies. This comparison should also by-side comparison
include customer satisfaction with each level of the service or product. of all competitive
An assessment of the firm’s marketing orientation can also be included. players is needed to
choose realistic
F. Performance Analysis goals and effective
What percent of increases on different metrics have been due to market strategies.”
size growth, market share growth, competitive activity or inactivity,
changes in the marketing mix, cost reductions and productivity
improvements? How do performance metrics differ by product, service,
segment, opinion leaders, distribution channel and territory, etc.?

II. Objectives
Not every market opportunity is a business opportunity. Only those
market opportunities that are consistent with the institution’s objectives
and current or potential organizational strengths are business
opportunities. Objectives should be used to assess the attractiveness of
current and potential market segments. Objectives must be consistent if
they are to lead to success. Therefore, the plan should present the
entire “cascade” of objectives, from those at the corporate level to those
of the various functional areas. The plan should list:

The institution’s mission statement/vision

The organization’s objectives

Objectives for lower-level units or specific targets, if the plan is
being done for a division or other subunit of the organization

Priorities for the set of objectives

Functional area objectives for each of the following:
1. Marketing
a. Could include share, awareness, attitude change,
perceived threat appraisal (vulnerability and severity),
coping appraisal (response efficacy and self-efficacy),
usage rates and retention rates, etc., by segment
b. Increased/reduced focus for target markets
c. Satisfaction objectives can be provided for each of the
segments, specifying whether the objective is to solve
problems and/or to raise product/service quality to
new levels

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FINRA INVESTOR EDUCATION FOUNDATION SOCIAL MARKETING TOOLKIT
 2. Management
a. Organization structural changes
b. Objectives relating to leadership
c. Hiring, training, turnover and empowerment objectives “Effective programs
d. Satisfaction and delight objectives for internal customers tailor and integrate
3. Operational all elements of the
a. Internal quality measure goals commercial
b. Process capabilities marketing mix—
c. Supplier capabilities product, price, place
4. Financial
and promotion.”
a. Any financial goals, such as profits, ROI and ROA, etc.
b. Return-on-quality objectives

III. Developing a Marketing Plan for Each

Target Segment
This section describes the action programs that have been chosen to
reach the various objectives. Included are very broad lists of action
steps for functional areas other than marketing. This is to reinforce the
integrated nature of the plan. However, this phase of the plan can be
restricted to the marketing steps.

Marketing Plan: Marketing strategies should be formulated by market

segment if possible, to keep customers foremost. However, concern for
production and marketing efficiency may also require that service
delivery is coordinated across segments. Typical marketing plans
include programs in:

Positioning

Product/service line changes (new product introduction
screening analysis and/or the brand equity analysis)

Pricing (including the value-pricing analysis)

Distribution outlets (including choice of direct intermediaries
and strategic partners)

Sales force, advertising, public relations and sales promotion
(budget allocation, rationale, message content and effectiveness
measurement plan)

Service delivery (pre-/after-sale service programs and
complaint-handling programs)

Satisfaction and behavior-change monitoring programs

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FINRA INVESTOR EDUCATION FOUNDATION SOCIAL MARKETING TOOLKIT
 Other marketing actions include programs for:

Research and development of programs

Marketing research (primary and secondary sources)
“Budgets and
Management Plan: Among the management strategies are the following: statements should

Leadership and management improvement plans reflect projected

Programs to revise the organizational structure costs, revenues,

Employee/volunteer/opinion leader recruitment programs and quantitative

Training programs and qualitative

Compensation plans
performance
metrics.”

Empowerment and motivational programs

Operational Plan: The operational strategies should consider:

Programs to describe how operations will be managed and what
materials and equipment will be used

Quality measurement programs

Programs to measure the cost of quality

IV. Financial Statements

This section projects the financial implications of the social
consequences of the proposed strategies under the assumptions
presented earlier. It should include proposed budgets for all proposed
marketing, human resources and operations programs, as well as pro
forma statements for each target market. These budgets and statements
should reflect projected costs, revenues and quantitative and qualitative
performance metrics. Supporting tables should include cost-of-quality
analyses and the likely impact of marketing programs.

V. Monitors and Controls

Some of the variables that need monitoring to guarantee customer
satisfaction and to manage its financial return are:

A. Measures of marketplace performance

Ratio of project performance growth to market
growth rate

Market shares and share changes of all initiatives in
the market

Performance metrics as a function of expenses

Number of customers who are new to the market

Number of new customers who are brand switchers from
competitors
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FINRA INVESTOR EDUCATION FOUNDATION SOCIAL MARKETING TOOLKIT

Our retention rate

Number of customer relapse/defections, and their reasons for
doing so
B. Management climate
“Marketing research

Measures of managers’ satisfaction with various aspects of their is needed to pretest
jobs and evaluate

Turnover rates of management, supervisors, employees and intervention
volunteers programs for further
C. Employee opinions about adaption to changes

Job satisfaction in audience needs.”

Corporate support (i.e., anticipation and planning to meet
individual job performance needs)

Feelings of empowerment

Employee concern with improving his or her own service
effectiveness
D. Internal service climate

Quality and timeliness of service between departments

Clearly defined goals for internal service

Appropriateness of rewards for excellence in
internal service
E. Customer satisfaction

Satisfaction scores for processes and dimensions

Number of complaints

Resolved complaints

Number of customer compliments
F. Internal quality measures

Resolution of complaints

Returns and allowances

Time required to settle a complaint

Delivery cycle times

Other measurements relevant to specific processes
and dimensions

VI. Contingency Plans

There should be a quick sketch of the basic strategies to be employed
in the event that key assumptions of the primary plan should prove to
be in error.

1 See also marketing management books, such as Product Management by Donald

R. Lehmann and Russell S. Wiiner (Boston: McGraw Hill, fourth edition, 2004) and
Marketing Managment by Philip Kotler and Kevin L. Keller (Upper Saddle River, N.J.:
Prentice Hall, twelfth edition, 2006).
15
FINRA INVESTOR EDUCATION FOUNDATION SOCIAL MARKETING TOOLKIT
 Recommended
Reading List Punam Anand Keller
By Professor Punam Anand Keller is the Charles Henry
Jones Third Century
A Social Marketing Mindset: Frameworks and Tools Professor of
1. “Spend a Day in the Life of Your Customers,” by Francis J. Management at
Gouillart and Frederick D. Sturdivant, Harvard Business Review the Tuck School of
(January 1994), Reprint No. 94103. Business at
2. “Get Inside the Lives of Your Customers,” by Patricia Seybold, Dartmouth
Harvard Business Review (May 2001), Reprint No. R0105.
3. Who Says Elephants Can’t Dance? Inside IBM’s Historic
Turnaround by Louis V. Gerstner, Jr. (New York: Harpers
Business, 2002).
4. Marketing Social Change by Alan R. Andreasen (San Francisco:
Jossey-Bass, 1995).
5. Social Marketing in the 21st Century by Alan R. Andreasen
(Thousand Oaks, Calif.: SAGE Publications, 2006).

Segmentation
6. Market Segmentation: How To Do It, How To Profit From It by
Malcolm McDonald and Ian Dunbar (Boston: Butterworth-
Heinemann, 2004).
7. Defining Markets, Defining Moments by Geoffrey E. Meredith,
Charles D. Schewe and Janice Karlovich (Hoboken, N.J.: Wiley,
2002).
8. Handbook of Market Segmentation: Strategic Targeting for
Business and Technology Firms by Art Weinstein (Binghamton,
N.Y.: Haworth Press, 2004).
9. Market Segmentation: Conceptual and Methodological
Foundations by Michel Wedel and Wagner A. Kamakura (New
York: Springer, 2000).

Creating a Successful Marketing, Promotion, and

Distribution Plan
10. Services Marketing: Integrating Customer Focus across the Firm
by Valarie Zeithaml, Mary Jo Bitner and Dwayne Gremler
(Boston: McGraw-Hill, 2006).
11. Beyond Buzz: The Next Generation of Word-of-Mouth Marketing
by Lois Kelly (New York: Amacom Books, 2007).

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FINRA INVESTOR EDUCATION FOUNDATION SOCIAL MARKETING TOOLKIT
 12. Buzzmarketing: Get People to Talk About Your Stuff by Mark
Hughes (New York: Portfolio, 2005).
13. Connected Marketing: The Viral, Buzz and Word of Mouth
Revolution by Justin Kirby and Paul Marsden (eds.) (Boston:
Butterworth-Heinemann, 2005). The FINRA Investor
14. Guerrilla Marketing for Free: Dozens of No-Cost Tactics to Education Foundation
Promote Your Business and Energize Your Profits by Jay Conrad supports innovative
Levinson (Boston: Houghton Mifflin, 2003). research and
15. Do It Yourself Advertising and Promotion: How to Produce Great educational projects
Ads, Brochures, Catalogs, Direct Mail, Web Sites, and More by that give investors the
Fred E. Hahn (Hoboken, N.J.: Wiley, 2003). tools they need to
better understand the
Selecting the Right Strategic Partners markets and the basic
16. Market-Based Management by Roger J. Best (Upper Saddle principles of saving
River, N.J.: Pearson/Prentice Hall, 2005). and investing.
17. “How the Arts Can Prosper through Strategic Collaborations,” by
Joanne Scheff and Philip Kotler, Harvard Business Review For details about grant
(January 1996), Reprint No. 96111.
programs and other
18. Mass Customization: The New Frontier in Business Competition FINRA Foundation
by B. Joseph Pine (Boston: Harvard Business School Press,
initiatives visit
1999).
www.finrafoundation.org
Positioning Your Program for Maximum
Effectiveness
19. Strategic Brand Management by Kevin Lane Keller (Upper
Saddle River, N.J.: Prentice Hall, 2003).
20. Mission-Based Marketing: Positioning Your Not-for-Profit in an
Increasingly Competitive World by Peter C. Brinckerhoff (San
Francisco: Jossey-Bass, 2002).

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FINRA INVESTOR EDUCATION FOUNDATION SOCIAL MARKETING TOOLKIT
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